USHARMUKTI – Key Progress Note

1. Highlights of progress done in Usharmukti Project (2017-2021)

a. Progress summary of the Usharmukti Implementation:

The Physical Progress done so far through Usharmukti implementation (2017-2021) is as follows:

Sl. No. Outputs Total Value

1 Total Sanctioned Schemes in nos. 170,813
3 Total Schemes Implemented in nos. 94,099
5 Total Expenditure of MGNREGS occurred in Crores Rs. 982.22
6 Total Person-days created in Lakhs 545
7 Total Area treated in Ha. 93,330
8 Total HH covered through asset creation 187,199
9 Additional area in Ha where cropping intensity reached >150% 35,652
Forest area brought under INRM treatment - as PIA of MGNREGS
10 4,191
(Ha)
Forest area brought under INRM treatment under Own department
11 4,747
fund (Ha)
Additional Investment mobilised through other fund apart from
12 MGNREGS - (Convergence like WBADMIP Conservation etc.) apart 4,655
from forest in Ha.
13 Fund utilised from other departments in Crores Rs. 115.36
All total investment mobilised in Lakh- including MGNREGS and
14 1097.58
other fund in Crores Rs.

Key results / outcomes:

Total Area where soil erosion checked (Ha) 29,018

Additional Permanent Vegetation (horticulture & forestry) created (Ha) 19,065
Additional Run-off arrested (Ha-m / year) 29,600
Total volume of water restored in WHS (Ha-m/year) 15,506
Assured Kharif crop cultivation total area enhanced (Ha) 1,55,066
Assured Rabi crop cultivation total area enhanced (Ha) 51,689
Assures Summer crop cultivation total area enhanced (Ha) 10,338

Year to Year Progress in NRM investment on Usharmukti Activities (Lakh Rs.)

No. of In Usharmukti
Type of Block Block 2018-19 2019-20 2020-21 Period

Intensive Block 14 1,930 9,981 21,058 32,969

Semi-intensive
Block 21 3,683 11,717 28,214 43,614
Non-intensive
Block 19 1,646 6,512 13,481 21,640
Total in
Usharmukti 54 7,259 28,210 62,753 98,222
Summary of overall impacts:
The Overall progress of the Usharmukti project since inception resembles the implementation of 74102
MGNREGA Schemes at grassroot level in watershed approach, with an investment of Rs. 982.53 Cr with
person-days created of 545 Lakhs (August 2017 to March 2021) to benefit large number of employment
to the needy families. Also the focused efforts of whole government administrative system to translate
this huge leverage of MGNREGS fund towards Integrated Natural Resource Management significantly in
the project blocks (NRM share is overall 69% of MGNREGS resources). Overall land mass treatment so far
reached to 41 % (both existing and new treatment) of the total treatable area of 9.72 lakhs hectares.
With the Soil conservation structures created, total soil erosion checked in 49,312 Ha of land
(upland/upper midland) and runoff attested is about 29,600 Ha-m of waters which recharges the ground
water. The total water stored in the 37,054 Water Harvesting Structures (Farm Ponds) in the middle and
lower section of the watershed is about 15,506 Ha-m / year, creating additional irrigated land for Rabi
and summer crop cultivation to an extent of 47,000 Ha. The permanent vegetation have been created
over 19,000 Ha through Social Forestry and Horticulture. A significant number of fruit trees (about 16.5
lakhs sapling) were planted which together created huge potential sector of livelihood and impact on
overall economy of the region. From this 4 years period of implementation, a significant number of land –
water-tree based assets have been developed which directly benefitted to additional 1.87 lakhs families.
In Kharif season 1.5 lakh Ha has been created to assured crop cultivation whereas additional 51,689 Ha of
irrigated area has been enhanced for Rabi cultivation and 10338 ha for summer cultivation. This resulting
increase in crop cultivation with increase in crop production in the Usharmukti project area and income
to the community, in turn increasing in livelihood and socio-economic status of the region.
Nonetheless there are some of the positive shift in the culture and practice of various stakeholders
through this journey of Usharmukti and some of which are:

 Community build confidence on effectiveness of MGNREGS works to create livelihood assets and
visibility of NRM works increased. Community is now ready to give land to create assets which
was not as usual earlier.
 Major shift in taking up labour intensive works (about 80% of the schemes) rather than material
intensive – a cultural shift within all levels e.g, more water harvesting structures, horticulture
activities, etc. to provide more employment focus.
 Shift in planning – more focus on degraded land ( 60-70% upland treatment) to restore and
regenerate,
 Change in thoughts and action -realization happen to arrest surface run-off and soil in every
plots,
 Taking up fallow land and large chunk of area under implementation to bring better visibility and
impact on watershed,
 Large HR developed – Supervisors, Nirman Sahayak/ STP are now confident that asset creation
for households will bring effectiveness both in employment generation for community and
ecological sustainability – MGNREGS has the key potentialities.
 Change in believe of GP and administration that ‘now effective NRM asset creation will equally
generate and increase the average person-days creation’.
 Accepting CSOs as equal partner in MGNREGS and other government programmes by the Block
and district administrations which was really challenge in many places at the initial 2 years. The
administration seek support of CSOs in other programmes too – like in Maatir Sristi programme,
in Covid-19 programmes, in development meetings, etc.
 PRI’s ownership increased on Usharmukti – type of works to be taken up in AAP, GPDP, etc.
where GP and Block involved CSOs.
 Investment on NRM especially long term effective asset creation have increased in majority of
the GPs, e.g. the average investment on Usharmukti activities increased from - Rs.1.5 crores in
2nd year to Rs.5.2 Cr in 3rd year to Rs.11.60 Cr in last year.
 Monitoring mechanism and system have changed both at District-block level – involvement of
CSO in the system, increased field visits, increased in block & district level meetings, increased in
the proaction of Block core Team in semi-intensive and some of the intensive block, etc.
 Cultural shift in CSO – the confidence to work with government at large scale and with complex
system, confidence on facing challenges in the journey and competencies enhanced in dealing
the challenges which was struggle areas at initial 1-2 years of the project.

b. Usharmukti – System and processes strengthened

i. WB Government – MGNREGA Cells (State, District, Block):

 State and district administration exhibited group leadership and ownership on Usharmukti
initiative. Government and CSO together sensitized wide range actors and decision makers of
State to local level by constant stimulation, vision building for shared goals, capacity building,
field accompaniment, development of strategic plan respect to local context and constant
motivation.
 Time to time circulars, guidelines, publications from the state – emphasized on proper
implementation of NRM work in Usharmukti through MGREGA.
 Conducting state and district level workshops, review meetings with all DNOs, BDOs & CSOs.
State & district promptly responded to resolve specific issues at ground. State’s direction for
Usharmukti Block level Core team formation to execute the Usharmukti implementation in
smoother way at grassroot level.
 Conducting joint District level monthly Monitoring and Review meeting by District Nodal Officer,
Block team & CSO representatives for evaluating the Usharmukti progress, ensures the proper
implementation and execution. The initiative of district administration to facilitate and extend
support to other line departments towards convergence through various development review
meetings and strategic annual plan workshops are praiseworthy though this convergence
effectively started in last 2 years of the project. Now this is more strengthened through
integration of ‘Matir Sristi’ (meaning- creation / rejuvenation of soil) and has become more
active and effective collaboration with the involvement of CSOs in the processes.
 Strategy of Semi-intensive block by placing CSO – HR with Block Core Team – facilitate the
implementation significantly (e.g., average block expenditure on Usharmukti schemes raised to
13.5 Crores in 20250 year from 5.57 Crore in 2019 year). Focus on model micro-watersheds and
establishing good demonstration sites were brought into the AAP.
 Monthly review meeting at Block and GP level, focusing on implementing Usharmukti schemes
and progress tracking.
 Joint Monitoring field visits by State/District/Block officials along with CSOs to the Usharmukti
watershed sites and in every events the primary focus was given to take the last mile
functionaries i.e. Gram Panchayat and community institutions especially the women collectives.
 District organized Training & exposure to the Block level MGNREGA UM core team, GP team and
PRI members with the help of UM CSOs, to capacitate on watershed approach.
 Development of the 80 odd number of ‘Model’ micro-watersheds at a saturation level in
coordination with the MGNREGA administration for demonstration – proof of concept and
example for others.

ii. Gram Panchayat (the PIA):

 More than 3000 Gram Panchayat (GP) functionaries from 472 GPs oriented on perspective of
Usharmukti, importance of NRM in rural prosperity and in MGNREGS and the role of PRI at
central point.
 About 2,600 odd number of rural youths trained on watershed principles, approaches of
INRM and its importance for the rural economy boosting up, and their roles as ‘NREGA-
supervisor’, process of planning INRM DPR, various technologies of INRM field
implementations. They are the major force to support the PIA (GP) to execute NRM
activities.
 Local leaders of PRI ( GP-Pradhan, Samsad members, Panchayat Samity leaders) were given
exposures to various successful (though in small patches) sites / watersheds and that helped
in understanding development on INRM needs and focus which reflected in each year’s
improvement of GPDP & GP-AAP incorporated with large number of effective NRM schemes.
  A good number of GP leaders took huge ownership and invested energy to prepare the
revisited, improved, DPR and AAP. They also now trusted that “NRM asset creation focus” is
worthy in MGNREGA rather than running behind person-days creation.

iii. Community:
 Proactive involvement of women SHG institutions (SHG leaders of Village Organisations and
Gram Panchayat Level Federations – the Upasangha & Sangha) from the inception of the
Usharmukti broaden their perspective on ecology and economy, brought confidence over
MGNREGA, preparing the 4 years DPRs, identifying new plans, implementing their own plans &
monitoring the Usharmukti implementation in effective manner.
 SHG members worked as ‘NREGA-supervisors’ in the field level implementation too.
 Livelihood training to community around asset utilization was done to utilize the build-up
Usharmukti assets at optimum level.
 Sensitization and awareness generation of the community on COVID-19 preventive measures to
implement MGNREGS in alternative way are remarkable. Their active involvement with Block
administration to identify the vulnerable households, job-seekers and stand on them which
amplify the collaborative spirit and trust of mainstream government.

iv. Usharmukti CSOs:

 Enhanced knowledge and skill on community mobilization, facilitating community institutions
especially that of women, facilitating participatory process in all actions, are some of the core
competencies developed ‘within’. Facilitation skills to engage with community and the local
government in planning and implementation of watershed structures, helping community to its
utilization, etc. are some areas of expertise developed within CSO.
 Internal capacity of CSO Human Resources on INRM through watershed mode have been built
up. Not only have that, the big picture of integrating INRM with people’s need been built up
among the HRs individually and institutionally. Both the soft and hard skills of large scale project
implementation are acquired. The confidence of working together with PRI and government
system have been developed which was either a ‘weak’ area of the CSO.
 Confident in Capacity Building on watershed management to the GP, Block and District officials.
Currently many events at block and district level are facilitated jointly.
 Equipped to extend handholding support of the Watershed structure implementation by the GP
functionaries and NREGA-supervisors in the ground as per expected specification. Jointly
preparation of technical estimates, operational activities for ground execution (e.g, preparing
MGNREGS’s prerequisites and documents, geo-tagging, technical lay out, etc.) are some of the
aspects which created space for CSOs in MGNREGS mainstream actions.
 Community and local stakeholder facilitations knowledge and skills for preparation of watershed
DPRs based on the MGNREGA schemes in reference to the watershed Principles are enhanced
among more than 100 development practitioners of CSOs. Those are really appreciable
contribution for the CSO as organization and for the development sector.
 Adoption of monthly and or periodic monitoring and review mechanism of the Usharmukti works
along with GP, Block, District, and State officials as well as among all CSO-networks.
 Facilitation and equipping the GP and Block system for updating the Usharmukti database in
Usharmukti Portal in one side and be equipped to understand, analysis, use the MGNREGA portal
facilitated and oriented by Government administration.

c. What couldn’t do well?

Though the vision of Usharmukti was overarching, grounding such dream into action was not
attain to the desired state because of:
o Initial resistance/ reluctance to accept CSOs and to involve CSOs in the major programme like
MGNREGS at the implementing level – that led to slower progress at initial 2 years which was
taken greater space in last 2 years (2019 & 2020)
o Within short span of time of first1 to 1.5 years, completion of larger number of DPRs (about
2034 micro-watershed) led to compromise quality of DPRs in many cases, especially in non-
 intensive and semi-intensive blocks and therefore comprehensive approach of ridge to valley
treatment plan missing. These are now improving through DPR revisit process.
o Within this 4 years’ time frame, the project experiences 3 Election process – PRI, Parliament
& Assembly – and that too during implementation years. It slow down the progress of
implementation significantly,
o When the systems are strengthen, the mutual relationship between GP-Block and CSO for
implementation built up, the implementation process was ready to take off at greater pace,
the pandemic of Covid-19 affected the progress. The project faced 1.5 years of pandemic
situation out of 4 years which greatly affected the progress and the expected results.
o Strong monitoring mechanism through Usharmukti portal didn’t also streamline due to
government security issue and pandemic of Covid. The intense work when ready to
incorporate, both the factors didn’t help in attaining expected results.